Accomplishment Skill Quotes

She explained that many people, but especially women, feel fraudulent when they are praised for their accomplishments. Instead of feeling worthy of recognition, they feel undeserving and guilty, as if a mistake has been made. Despite being high achievers, even experts in their fields, women can't seem to shake the sense that it is only a matter of time until they are found out for who they really are- impostors with limited skills or abilities.

The best teachers have showed me that things have to be done bit by bit. Nothing that means anything happens quickly--we only think it does. The motion of drawing back a bow and sending an arrow straight into a target takes only a split second, but it is a skill many years in the making. So it is with a life, anyone's life. I may list things that might be described as my accomplishments in these few pages, but they are only shadows of the larger truth, fragments separated from the whole cycle of becoming. And if I can tell an old-time story now about a man who is walking about, waudjoset ndatlokugan, a forest lodge man, alesakamigwi udlagwedewugan, it is because I spent many years walking about myself, listening to voices that came not just from the people but from animals and trees and stones.

A winner is someone who recognizes his God-given talents, works his tail off to develop them into skills, and uses these skills to accomplish his goals.

Firestarters aren’t born lucky. They manufacture it.

Collaborators don’t steal others’ ideas, take advantage of people, or sit back while others accomplish their tasks for them. Collaborators take action to ensure that everyone with whom they work can enjoy the maximum potential outcome.

My weakness has always been to prefer the large intention of an unskilful artist to the trivial intention of an accomplished one: in other words, I am more interested in the high ideas of a feeble executant than in the high execution of a feeble thinker.

I learned that the world of men as it exists today is a bureaucracy. This is an obvious truth, of course, though it is also one the ignorance of which causes great suffering. “But moreover, I discovered, in the only way that a man ever really learns anything important, the real skill that is required to succeed in a bureaucracy. I mean really succeed: do good, make a difference, serve. I discovered the key. This key is not efficiency, or probity, or insight, or wisdom. It is not political cunning, interpersonal skills, raw IQ, loyalty, vision, or any of the qualities that the bureaucratic world calls virtues, and tests for. The key is a certain capacity that underlies all these qualities, rather the way that an ability to breathe and pump blood underlies all thought and action. “The underlying bureaucratic key is the ability to deal with boredom. To function effectively in an environment that precludes everything vital and human. To breathe, so to speak, without air. “The key is the ability, whether innate or conditioned, to find the other side of the rote, the picayune, the meaningless, the repetitive, the pointlessly complex. To be, in a word, unborable. “It is the key to modern life. If you are immune to boredom, there is literally nothing you cannot accomplish.

Most officially “poor” Americans today have things that middle-class Americans of an earlier time could only dream about—including color TV, videocassette recorders, microwave ovens, and their own cars. Moreover, half of all poor households have air-conditioning. Leftist redistribution of income could never accomplish that, because there are simply not enough rich people for their wealth to have such a dramatic effect on the living standards of the poor, even if it was all confiscated and redistributed. Moreover, many attempts at redistributing wealth in various countries around the world have ended up redistributing poverty. After all, rich people can see the political handwriting on the wall, and can often take their money and leave the country, long before a government program can get started to confiscate it. They are also likely to take with them skills and entrepreneurial experience that are even harder to replace than the money.

Some days are better than others. The same can be said about people.

I don't claim to be the best musician. If being the best means I earn the right to look down on people and critique their accomplishments in defense of my own, I don't ever want to be. People can say what they want about my music being 'banal' and my skill level 'competent,' and it will hurt my feelings (because despite what some believe, I do still have them), but I won't let it determine my self-worth.

Loving relationships, though necessary for life, health, and growth, are among the most complicated skills. Before we can be successful at achieving relationships, it is necessary that we broaden our understanding of how they work, what they mean and how what we do and believe can enhance or destroy them. We can accomplish this only if we are willing to put in the energy and take the time to study failed relationships as well as examine successful ones. Loving relationships cannot be taken lightly. Unless we are looking for pain, they must not be forever approached in a trial and error fashion. Too many of us have experienced the cost of these lackadaisical approaches in terms of tears, confusion and guilt.

Everyone has a superpower, maybe even more than one. These abilities allow us to complete something with ease that others may find hard to accomplish. This skill makes us stand out among our peers. When we practice that skill, it makes us feel fulfilled.

I don’t understand this notion of ethnic pride. “Proud to be Irish,” “Puerto Rican pride,” “Black pride.” It seems to me that pride should be reserved for accomplishments; things you attain or achieve, not things that happen to you by chance. Being Irish isn’t a skill; it’s genetic. You wouldn’t say, “I’m proud to have brown hair,” or “I’m proud to be short and stocky.” So why the fuck should you say you’re proud to be Irish? I’m Irish, but I’m not particularly proud of it. Just glad! Goddamn glad to be Irish!

It is usually unbearably painful to read a book by an author who knows way less than you do, unless the book is a novel.

Marketing is so powerful that it can make even an extremely untalented musician a one-hundred-hits wonder.

Allowing children to learn about what interests them is good, but helping them do it in a meaningful, rigorous way is better. Freedom and choice are good, but a life steeped in thinking, learning, and doing is better. It’s not enough to say, “Go, do whatever you like.” To help children become skilled thinkers and learners, to help them become people who make and do, we need a life centered around those experiences. We need to show them how to accomplish the things they want to do. We need to prepare them to make the life they want.

To exist here, I’ll have to become skilled in saying no—an art in which I was once well accomplished, but one I no longer care to practice.

Do what no one else can do and you will become what no one else can become.

The point is, you’re never too young to figure out your skills and use them to get shit accomplished.

Listen to people; nothing is accomplished if you dismiss other viewpoints. And of most importance: be confident. Have confidence in yourself. Have confidence in your resume—in your skills and in your qualifications. Be willing to learn.

It is difficult to overstate the importance of understanding mirror neurons and their function. They may well be central to social learning, imitation, and the cultural transmission of skills and attitudes—perhaps even of the pressed-together sound clusters we call words. By hyperdeveloping the mirror-neuron system, evolution in effect turned culture into the new genome. Armed with culture, humans could adapt to hostile new environments and figure out how to exploit formerly inaccessible or poisonous food sources in just one or two generations—instead of the hundreds or thousands of generations such adaptations would have taken to accomplish through genetic evolution. Thus culture became a significant new source of evolutionary pressure, which helped select brains that had even better mirror-neuron systems and the imitative learning associated with them. The result was one of the many self-amplifying snowball effects that culminated in Homo sapiens, the ape that looked into its own mind and saw the whole cosmos reflected inside.

A billion and a half human souls, who had been given the techniques of music and the graphic arts, and the theory of technology, now had the others: philosophy and logic and love; sympathy, empathy, forbearance, unity, in the idea of their species rather than in their obedience; membership in harmony with all life everywhere. A people with such feelings and their derived skills cannot be slaves. As the light burst upon them, there was only one concentration possible to each of them—to be free, and the accomplished feeling of being free. As each found it, he was an expert in freedom, and expert succeeded expert, transcended expert, until (in a moment) a billion and a half human souls had no greater skill than the talent of freedom.

Columbus's real achievement was managing to cross the ocean successfully in both directions. Though an accomplished enough mariner, he was not terribly good at a great deal else, especially geography, the skill that would seem most vital in an explorer. It would be hard to name any figure in history who has achieved more lasting fame with less competence. He spent large parts of eight years bouncing around Caribbean islands and coastal South America convinced that he was in the heart of the Orient and that Japan and China were at the edge of every sunset. He never worked out that Cuba is an island and never once set foot on, or even suspected the existence of, the landmass to the north that everyone thinks he discovered: the United States.

She had always wanted to do every thing, and had made more progress in both drawing and music than many might have done with so little labour as she ever would submit to... She was not much deceived as to her own skill either as an artist or a musician, but she was not unwilling to have others deceived, or sorry to know her reputation for accomplishment often higher than it deserved.

I’ve never held the view that women are better than men, or that the best way to improve the world is for women to gain more power than men. I think male dominance is harmful to society because any dominance is harmful: It means society is governed by a false hierarchy where power and opportunity are awarded according to gender, age, wealth, and privilege—not according to skill, effort, talent, or accomplishments. When a culture of dominance is broken, it activates power in all of us. So the goal for me is not the rise of women and the fall of man. It is the rise of both women and men from a struggle for dominance to a state of partnership. If the goal is partnership between women and men, why do I put so much emphasis on women’s empowerment and women’s groups? My answer is that we draw strength from each other, and we often have to convince ourselves that we deserve an equal partnership before we get one.

...are you a person - with volition and maybe some stubborness and at least the capacity if not the actual determination to do something surprising - or are you a tool? A tool just serves its user. It's only as good as the skill of its user, and its not good for anything else. So if you want to accomplish something special - something more than you can do for yourself - you can't use a tool. You have to use a person and hope the surprises will work in your favor. You have to use something that's free to not be what you had in mind.

There was a great deal of skill in her smile, a smile meant to make a boy who had done nothing with his life feel accomplished and remarkable- vile, even.

Repetition is the mother of learning, the father of action, which makes it the architect of accomplishment.” ~ Zig Ziglar

When you see someone who has a lot of knowledge, they learned it over time. When you see someone who has a lot of skills, they developed them over time. When you see someone who has done a lot, they accomplished it over time. When you see someone who has a lot of money, they earned it over time. The key is over time. Success

Teacher cannot solve or heal all student stress. The teacher can be vigilant in trying to guide the child toward solutions;but the teacher's job in relation to this stress is ultimately to help the child learn to manage his or her own stress wisely. In accomplishing this, the teacher mentors higher academic learning by removing distracting stress, and teaches valuable life-survival skills.

The worth of a State, in the long run, is the worth of the individuals composing it; and a State which postpones the interests of their mental expansion and elevation to a little more of administrative skill, or of that semblance of it which practice gives in the details of business; a State which dwarfs its men. In order that they may be more docile instruments in its hands even for beneficial purposes--will find that with small men no great thing can really be accomplished; and that the perfection of machinery to which it has sacrificed everything will in the end avail it nothing, for want of the vital power which, in order that the machine might work more smoothly, it has preferred to banish.

And thus, through the courage and great skill in obstetrics of Queequeg, the deliverance, or rather, delivery of Tashtego, was successfully accomplished, in the teeth, too, of the most untoward and apparently hopeless impediments; which is a lesson by no means to be forgotten. Midwifery should be taught in the same course with fencing and boxing, riding and rowing.

Saying that programmers should just accomplish twice as much doesn't work. They can gain skills and effectiveness, but they cannot get more done on demand. More time at the desk does not equal increased productivity for creative work.

Human beings have always been an unfinished species, a story in the middle, a succession of families, tribes, and societies in transition to new awarenesses. Although we have always prided ourselves on our willingness to adapt to all habitats, and on our skill at prospering and making ourselves comfortable wherever we are -- in a meadow, in a desert, on the tundra, or out on the ocean -- we don't just adapt to places, or modify them in order to ease our burdens. We're the only species that over and over again has deliberately transformed our surroundings in order to stretch our capacity for understanding and provoke new accomplishments. And our growing and enhanced understanding is our most valuable, and our most vulnerable, inheritance.

creating the practicing mind comes down to a few simple rules:        •  Keep yourself process-oriented.        •  Stay in the present.        •  Make the process the goal and use the overall goal as a rudder to steer your efforts.        •  Be deliberate, have an intention about what you want to accomplish, and remain aware of that intention.

And thus, through the courage and great skill in obstetrics of Queequeg, the deliverance, or rather, delivery of Tashtego, was successfully accomplished,

Any accomplishment rests far more in determination than ability, for determination is the greatest ability of all.

You can’t hit a target you can’t see. You can’t accomplish wonderful things with your life if you have no idea of what they are. You must first become absolutely clear about what you want if you are serious about unlocking the extraordinary power that lies within you. Every

The two fundamental dimensions that distinguish people who rise to great heights and accomplish amazing things are will, the drive to take on big challenges, and skill, the capabilities required to turn ambition into accomplishment. The three personal qualities embodied in will are ambition, energy, and focus. The four skills useful in acquiring power are self-knowledge and a reflective mind-set, confidence and the ability to project self-assurance, the ability to read others and empathize with their point of view, and a capacity to tolerate conflict.

To me, a winner is someone who recognizes their God-given talents, works his tail off to develop them into skills, and uses those skills to accomplish his goals. Even when I lost, I learned what my weaknesses were and I went out the next day to turn those weaknesses into strengths.

For my present purpose I require a word which shall embrace both the Sub-Creative Art in itself, and a quality of strangeness and wonder in the Expression, derived from the Image: a quality essential to fairy-story. I propose, therefore, to arrogate to myself the powers of Humpty-Dumpty, and to use Fantasy for this purpose: in a sense, that is, which combines with its older and higher use as an equivalent of Imagination the derived notions of 'unreality' (that is, of unlikeness to the Primary World), of freedom from the dominion of 'observed fact,' in short of the fantastic. I am thus not only aware but glad of the etymological and semantic connexions of fantasy with fantastic: with images of things that are not only 'not actually present,' but which are indeed not to be found in our primary world at all, or are generally believed not to be found there. But while admitting that, I do not assent to the depreciative tone. That the images are of things not in the primary world (if that indeed is possible) is, I think, not a lower but a higher form of Art, indeed the most nearly pure form, and so (when achieved) the most Potent. Fantasy, of course, starts out with an advantage: arresting strangeness. But that advantage has been turned against it, and has contributed to its disrepute. Many people dislike being 'arrested.' They dislike any meddling with the Primary World, or such small glimpses of it as are familiar to them. They, therefore, stupidly and even maliciously confound Fantasy with Dreaming, in which there is no Art; and with mental disorders, in which there is not even control; with delusion and hallucination. But the error or malice, engendered by disquiet and consequent dislike, is not the only cause of this confusion. Fantasy has also an essential drawback: it is difficult to achieve. . . . Anyone inheriting the fantastic device of human language can say the green sun. Many can then imagine or picture it. But that is not enough -- though it may already be a more potent thing than many a 'thumbnail sketch' or 'transcript of life' that receives literary praise. To make a Secondary World inside which the green sun will be credible, commanding Secondary Belief, will probably require labour and thought, and will certainly demand a special skill, a kind of elvish craft. Few attempt such difficult tasks. But when they are attempted and in any degree accomplished then we have a rare achievement of Art: indeed narrative art, story-making in its primary and most potent mode.

Modern writers usually don't know what it was like to live in the past, but Rushworth-Brown has done this with great skill in this accomplished, atmospheric and thoughtful novel.” — US National Times

I can text in complete sentences. Oh, yeah, it’s a skill.” He smiled, proud of his accomplishments. “And, thanks to my mom being a competitive dancer as a teen, I know how to do the Lindy hop and the jitterbug.” I sat bolt upright, and Akinli rolled his eyes. “I swear, if you tell me you can jitterbug, I’m going to . . . I don’t even know. Set something on fire. No one can dance like that.” I pursed my lips and dusted off my shoulder, a thing I’d seen Elizabeth do when she was bragging. As if he was accepting a challenge, he shrugged off his backpack and stood, holding out a hand for me. I took it and positioned myself in front of him as he shook his head, grinning. “All right, we’ll take this slow. Five, six, seven, eight.” In unison, we rock stepped and triple stepped, falling into the rhythm in our head. After a minute, he got brave and swung me around, lining me up for those peppy kicks I loved so much. People walked by, pointing and laughing, but it was one of those moments when I knew we weren’t being mocked; we were being envied. We stepped on each other’s toes more than once, and after he accidentally knocked his head into my shoulder, he threw his hands up. “Unbelievable,” he said, almost as if he was complaining. “I can’t wait to tell my mom this. She’s gonna think I’m lying. All those years dancing in the kitchen thinking I was special, and then I run across a master.

Anything you might want to accomplish—executing a project at work, getting a new job, learning a new skill, starting a business—requires finding and putting to use the right information. Your professional success and quality of life depend directly on your ability to manage information effectively. According to the New York Times, the average person’s daily consumption of information now adds up to a remarkable 34 gigabytes.1 A separate study cited by the Times estimates that we consume the equivalent of 174 full newspapers’ worth of content each and every day, five times higher than in 1986.2 Instead of empowering us, this deluge of information often overwhelms us. Information Overload has become Information Exhaustion, taxing our mental resources and leaving us constantly anxious that we’re forgetting something.

Marketing is bad manners—and I rely on my naturalistic and ecological instincts. Say you run into a person during a boat cruise. What would you do if he started boasting of his accomplishments, telling you how great, rich, tall, impressive, skilled, famous, muscular, well educated, efficient, and good in bed he is, plus other attributes? You would certainly run away (or put him in contact with another talkative bore to get rid of both of them). It is clearly much better if others (preferably someone other than his mother) are the ones saying good things about him, and it would be nice if he acted with some personal humility.

The Story Is Always There Sometimes you don't need to talk to someone to see how they feel. You don't need to ask about their story. Some people have it written on their faces and you just have to take the time to read.

Only people with skills even have the right to be confident. If you don't have the skill set in an area, but you act confidently, that's delusion. Don't worry about building confidence. You should worry about building skills.

It is far, far better never to have been beautiful. If you're gorgeous you're going to get by absolutely fine everyone will always want you in the room and you'll be lavished with attention, which you'll do very little to earn. Whereas, if you look like a sack of offal thats been dropkicked down a lift-shaft into a pond, you're going to spend many of your formative years alone. this may seem miserable - but you'll have space, space that you can constructively use to discover and hone your skills, learn a language, develop an interest in cosmology, practice the oboe, do whatever you fancy, really, so long as it doesn't involve being looked at or snogging anyone. And you'll very likely emerge from your chrysalis aged twenty-five as a highly accomplished young thing ready to take on the world. meanwhile, The Beautiful Ones will have been so busy having boyfriends and brushing their hair that they'll just be . . . who they always were.

Don’t strive to be a well-rounded leader. Instead, discover your zone and stay there. Then delegate everything else. Admitting a weakness is a sign of strength. Acknowledging weakness doesn’t make a leader less effective. Everybody in your organization benefits when you delegate responsibilities that fall outside your core competency. Thoughtful delegation will allow someone else in your organization to shine. Your weakness is someone’s opportunity. Leadership is not always about getting things done “right.” Leadership is about getting things done through other people. The people who follow us are exactly where we have led them. If there is no one to whom we can delegate, it is our own fault. As a leader, gifted by God to do a few things well, it is not right for you to attempt to do everything. Upgrade your performance by playing to your strengths and delegating your weaknesses. There are many things I can do, but I have to narrow it down to the one thing I must do. The secret of concentration is elimination. Devoting a little of yourself to everything means committing a great deal of yourself to nothing. My competence in these areas defines my success as a pastor. A sixty-hour workweek will not compensate for a poorly delivered sermon. People don’t show up on Sunday morning because I am a good pastor (leader, shepherd, counselor). In my world, it is my communication skills that make the difference. So that is where I focus my time. To develop a competent team, help the leaders in your organization discover their leadership competencies and delegate accordingly. Once you step outside your zone, don’t attempt to lead. Follow. The less you do, the more you will accomplish. Only those leaders who act boldly in times of crisis and change are willingly followed. Accepting the status quo is the equivalent of accepting a death sentence. Where there’s no progress, there’s no growth. If there’s no growth, there’s no life. Environments void of change are eventually void of life. So leaders find themselves in the precarious and often career-jeopardizing position of being the one to draw attention to the need for change. Consequently, courage is a nonnegotiable quality for the next generation leader. The leader is the one who has the courage to act on what he sees. A leader is someone who has the courage to say publicly what everybody else is whispering privately. It is not his insight that sets the leader apart from the crowd. It is his courage to act on what he sees, to speak up when everyone else is silent. Next generation leaders are those who would rather challenge what needs to change and pay the price than remain silent and die on the inside. The first person to step out in a new direction is viewed as the leader. And being the first to step out requires courage. In this way, courage establishes leadership. Leadership requires the courage to walk in the dark. The darkness is the uncertainty that always accompanies change. The mystery of whether or not a new enterprise will pan out. The reservation everyone initially feels when a new idea is introduced. The risk of being wrong. Many who lack the courage to forge ahead alone yearn for someone to take the first step, to go first, to show the way. It could be argued that the dark provides the optimal context for leadership. After all, if the pathway to the future were well lit, it would be crowded. Fear has kept many would-be leaders on the sidelines, while good opportunities paraded by. They didn’t lack insight. They lacked courage. Leaders are not always the first to see the need for change, but they are the first to act. Leadership is about moving boldly into the future in spite of uncertainty and risk. You can’t lead without taking risk. You won’t take risk without courage. Courage is essential to leadership.

Being supportive and building students’ confidence is not accomplished by blindly telling them they are doing a great job every day.  It involves assessing weaknesses and strengths and delivering feedback in a timely manner so that they can build their skills to complete the task at hand.

One of the supreme paradoxes of baseball, and all sports, is that the harder you try to throw a pitch or hit a ball or accomplish something, the smaller your chances are for success. You get the best results not when you apply superhuman effort but when you let the game flow organically and allow yourself to be fully present. You'll often hear scouts say of a great prospect, "The game comes slow to him." It mean the prospect is skilled and poised enough to let the game unfold in its own time, paying no attention to the angst or urgency or doubt, funnelling all awareness to the athletic task at hand.

I can do anything I believe I can do! I’ve got it, and every day I get more of it. I have talent, skills, and ability. I set goals and I reach them. I know what I want out of life. I go after it and I get it. People like me, and I feel good about myself. I have a sense of pride in who I am, and I believe in myself. Nothing seems to stop me. I have a lot of determination. I turn problems into advantages. I find possibilities in things that other people never give a chance. I have a lot of energy—I am very alive! I enjoy life and I can tell it and so can others. I keep myself up, looking ahead, and liking it. I know that I can accomplish anything I choose, and I refuse to let anything negative hold me back or stand in my way. I am not afraid of anything or anyone. I have strength, power, conviction, and confidence! I like challenges and I meet them head on, face to face—today especially! I am on top of the world and I’m going for it. I have a clear picture in my mind of what I want. I can see it in front of me. I know what I want and I know how to get it. I know that it’s all up to me and I know I can do it. Roadblocks don’t bother me. They just mean that I am alive and running, and I’m not going to stand still for anything. I trust myself I’ve got what it takes—plenty of it—and I know how to use it. Today, more than ever. Today I am unstoppable! I’ve got myself together and I’m getting more together every day. And today—look out world, here I come! Limitations? I don’t even recognize them as limitations. There is no challenge I can’t conquer; there is no wall I can’t climb over. There is no problem I can’t defeat, or turn around and make it work for me. I stand tall! I am honest and sincere. I like to deal with people and they like me. I think well; I think clearly. I am organized; I am in control of myself, and everything about me. I call my shots, and no one has to call them for me. I never blame anyone else for the circumstances of my life. I accept my failings and move past them as easily as I accept the rewards for my victories. I never demand perfection of myself, but I expect the very best of what I have to give—and that’s what I get! I never give myself excuses. I get things done on time and in the right way. Today I have the inner strength to do more than ever. I am an exceptional human being. My goals and my incredible belief in myself turn my goals into reality. I have the power to live my dreams. I believe in them like I believe in myself. And that belief is so strong that there is nothing that diminishes my undefeatable spirit.

Once people stop making excuses, stop blaming others, and take ownership of everything in their lives, they are compelled to take action to solve their problems. They are better leaders, better followers, more dependable and actively contributing team members, and more skilled in aggressively driving toward mission accomplishment. But they’re also humble—able to keep their egos from damaging relationships and adversely impacting the mission and the team.

When you write down a list of “three good things” that happened that day, your brain will be forced to scan the last 24 hours for potential positives—things that brought small or large laughs, feelings of accomplishment at work, a strengthened connection with family, a glimmer of hope for the future. In just five minutes a day, this trains the brain to become more skilled at noticing and focusing on possibilities for personal and professional growth, and seizing opportunities to act on them.

Hypercritical, Shaming Parents Hypercritical and shaming parents send the same message to their children as perfectionistic parents do - that they are never good enough. Parents often deliberately shame their children into minding them without realizing the disruptive impact shame can have on a child's sense of self. Statements such as "You should be ashamed of yourself" or "Shame on you" are obvious examples. Yet these types of overtly shaming statements are actually easier for the child to defend against than are more subtle forms of shaming, such as contempt, humiliation, and public shaming. There are many ways that parents shame their children. These include belittling, blaming, contempt, humiliation, and disabling expectations. -BELITTLING. Comments such as "You're too old to want to be held" or "You're just a cry-baby" are horribly humiliating to a child. When a parent makes a negative comparison between his or her child and another, such as "Why can't you act like Jenny? See how she sits quietly while her mother is talking," it is not only humiliating but teaches a child to always compare himself or herself with peers and find himself or herself deficient by comparison. -BLAMING. When a child makes a mistake, such as breaking a vase while rough-housing, he or she needs to take responsibility. But many parents go way beyond teaching a lesson by blaming and berating the child: "You stupid idiot! Do you think money grows on trees? I don't have money to buy new vases!" The only thing this accomplishes is shaming the child to such an extent that he or she cannot find a way to walk away from the situation with his or her head held high. -CONTEMPT. Expressions of disgust or contempt communicate absolute rejection. The look of contempt (often a sneer or a raised upper lip), especially from someone who is significant to a child, can make him or her feel disgusting or offensive. When I was a child, my mother had an extremely negative attitude toward me. Much of the time she either looked at me with the kind of expectant expression that said, "What are you up to now?" or with a look of disapproval or disgust over what I had already done. These looks were extremely shaming to me, causing me to feel that there was something terribly wrong with me. -HUMILIATION. There are many ways a parent can humiliate a child, such as making him or her wear clothes that have become dirty. But as Gershen Kaufman stated in his book Shame: The Power of Caring, "There is no more humiliating experience than to have another person who is clearly the stronger and more powerful take advantage of that power and give us a beating." I can personally attest to this. In addition to shaming me with her contemptuous looks, my mother often punished me by hitting me with the branch of a tree, and she often did this outside, in front of the neighbors. The humiliation I felt was like a deep wound to my soul. -DISABLING EXPECTATIONS. Parents who have an inordinate need to have their child excel at a particular activity or skill are likely to behave in ways that pressure the child to do more and more. According to Kaufman, when a child becomes aware of the real possibility of failing to meet parental expectations, he or she often experiences a binding self-consciousness. This self-consciousness - the painful watching of oneself - is very disabling. When something is expected of us in this way, attaining the goal is made harder, if not impossible. Yet another way that parents induce shame in their children is by communicating to them that they are a disappointment to them. Such messages as "I can't believe you could do such a thing" or "I am deeply disappointed in you" accompanied by a disapproving tone of voice and facial expression can crush a child's spirit.

Fine art refers to an accomplished or advanced skill being used to testify and reveal the knowledge, ability, and wisdom of the creator. There is no art more exquisite than the work of the Master Artist Himself. Even those who choose to deny Him credit for His own creation are often engaged as an admirer of His work. Refusing to acknowledge the Source will never minimize His glory or extinguish the truth. With God’s loving guidance our life can be a great masterpiece filled with beauty, adventure, hope and purpose.

The great problem a mother has is not a lack of creativity, accomplishment, or skill, but her inability to love God and others as Jesus loves her.

You’re only as good as the team that surrounds you, so help one another, split up the tasks, and utilize each other’s skills and talents.

The divine mandate to use the world justly and charitably, then, defines every person's moral predicament as that of a steward. But this predicament is hopeless and meaningless unless it produces an appropriate discipline: stewardship. And stewardship is hopeless and meaningless unless it involves long-term courage, perseverance, devotion, and skill. This skill is not to be confused with any accomplishment or grace of spirit or of intellect. It has to do with everyday proprieties in the practical use and care of the created things - with "right livelihood.

We teach our players, in response to any situation they face, to press pause and ask: What does this situation require of me? Pressing pause gives you time to think. It gets you off autopilot and helps you gain clarity about the outcome you are pursuing, the situation you are experiencing, and the Above the Line action you need to take to achieve the outcome. There are two important benefits of pressing pause: A) It helps you avoid doing something foolish or harmful B) It focuses you on acting with purpose to accomplish your goals A productive pause could last only a split second, which helps you regain your focus and take control of your action. It could last an hour, a day, or longer. The purpose is to take the time necessary to be intentional about the way you think and act. Pressing pause does not come naturally; it is a skill that must be developed. The more you practice, the more skilled you become at being able to identify how and when to use it effectively.

The DQN AI system of Google DeepMind can accomplish a slightly broader range of goals: it can play dozens of different vintage Atari computer games at human level or better. In contrast, human intelligence is thus far uniquely broad, able to master a dazzling panoply of skills. A healthy child given enough training time can get fairly good not only at any game, but also at any language, sport or vocation. Comparing the intelligence of humans and machines today, we humans win hands-down on breadth, while machines outperform us in a small but growing number of narrow domains, as illustrated in figure 2.1. The holy grail AI research is to build “general AI” (better known as artificial general intelligence, AGI) that is maximally broad: able to accomplish virtually any goal, including learning.

Lately, because computer technology has made self-publishing an easier and less expensive venture, I'm getting a lot of review copies of amateur books by writers who would be better advised to hone their craft before committing it to print. The best thing you can do as a beginning writer is to write, write, write - and read, read, read. Concentrating on publication prematurely is a mistake. You don't pick up a violin and expect to play Carnegie Hall within the year - yet somehow people forget that writing also requires technical skills that need to be learned, practiced, honed. If I had a dollar for every person I've met who thought, with no prior experience, they could sit down and write a novel and instantly win awards and make their living as a writer, I'd be a rich woman today. It's unrealistic, and it's also mildly insulting to professional writers who have worked hard to perfect their craft. Of course, then you hear stories about people like J.K. Rowling, who did sit down with no prior experience and write a worldwide best-seller...but such people are as rare as hen's teeth. Every day I work with talented, accomplished writers who have many novels in print and awards to their name and who are ‘still’ struggling to make a living. The thing I often find myself wanting to say to new writers is: Write because you love writing, learn your craft, be patient, and be realistic. Anais Nin said about writing, "It should be a necessity, as the sea needs to heave, and I call it breathing."

[Peggy Mcintosh] explained that many people, but especially women, feel fraudulent when they are praised for their accomplishments. Instead of feeling worthy of recognition, they feel undeserving and guilty, as if a mistake has been made. Despite being high achievers, even experts in their fields, women can't seem to shake the sense that it is only a matter of time until they are found out for who they are -- impostors with limited skills or abilities

When you notice yourself fretting over something, you have accomplished the do portion. Now observe the behavior that you want to change. In your observation of yourself worrying, you separate yourself from the act of worrying. Now realize that the emotions you are experiencing have no effect on the problem over which you’re fretting. Release yourself from the emotions as best as you can — that is the correction portion — and try to look at the problem as an Observer.

The passionate state of mind is often indicative of a lack of skill, talent or power. Moreover, passionate intensity can serve as a substitute for the confidence born of proficiency and the possession of power. A workingman sure of his skill goes leisurely about his job, and accomplishes much though he works as if at play. On the other hand, the workingman who is without confidence attacks his work as if he were saving the world, and he must do so if he is to get anything done. The same is true of the soldier. A well-trained and well-equipped soldier will fight well even when not sitrred by strong feeling. But the untrained soldier will give a good account of himself only when animated by enthusiasm and fervor.

What actions are required to reach the primary objective?” ** “What are my current strengths and resources?” ** “What obstacles will get in the way of my success?” ** “What additional skills do I need to develop to accomplish the main goal?

The Story Is Always There Sometimes you don't need to speak to someone to know how they are feeling. You don't need to ask what is their story - often people have it written on their faces and you just have to take the time out to read it.

Here, then, is our situation at the start of the twenty-first century: We have accumulated stupendous know-how. We have put it in the hands of some of the most highly trained, highly skilled, and hardworking people in our society. And, with it, they have indeed accomplished extraordinary things. Nonetheless, that know-how is often unmanageable. Avoidable failures are common and persistent, not to mention demoralizing and frustrating, across many fields—from medicine to finance, business to government. And the reason is increasingly evident: the volume and complexity of what we know has exceeded our individual ability to deliver its benefits correctly, safely, or reliably. Knowledge has both saved us and burdened us. That

When life hands you questions, answer them. When life hands you mysteries, unravel them. When life hands you enigmas, decipher them. When life hands you tasks, accomplish them. When life hands you problems, tackle them. When life hands you skills, develop them. When life hands you talents, sharpen them. When life hands you friends, cherish them. When life hands you family, value them. When life hands you acquaintances, treasure them. When life hands you opponents, confront them. When life hands you acquaintances, celebrate them. When life hands you allies, support them. When life hands you riches, multiply them. When life hands you possessions, protect them. When life hands you pleasures, ration them. When life hands you experiences, relish them. When life hands you students, instruct them. When life hands you mentors, study them. When life hands you teachers, esteem them. When life hands you disciples, inspire them. When life hands you gurus, honor them. When life hands you lessons, remember them. When life hands you teachings, impart them. When life hands you demands, tackle them. When life hands you obstacles, challenge them. When life hands you troubles, overcome them. When life hands you burdens, conquer them. When life hands you titles, cherish them. When life hands you degrees, employ them. When life hands you medals, welcome them. When life hands you awards, appreciate them. When life hands you blessings, count them.

Lareau calls the middle-class parenting style “concerted cultivation.” It’s an attempt to actively “foster and assess a child’s talents, opinions and skills.” Poor parents tend to follow, by contrast, a strategy of “accomplishment of natural growth.” They see as their responsibility to

Our battle is spiritual, and what we accomplish in the spirit realm is as important as what the highly trained, prepared, and equipped soldier does in the physical. We must know our weapons and be highly skilled in using them. But first we must put on the armor God has given us in order to stand strong against the enemy. The

In case you weren't aware, my good fellow, you are in the company of one of the most skilled and accomplished women in England. In fact, I would say Dr. Gibson has a male brain in a woman's body." Garrett grinned wryly at his last comment, which she knew had been intended as a compliment. "Thank you, Doctor." "Despite my short acquaintance with Dr. Gibson," Ethan said, "her brain seems entirely female to me." The remark caused Garrett to stiffen slightly, as she expected a mocking comment to follow. Something about how a woman's mind was changeable, or shallow, the usual clichés. But as Ethan continued, there was no hint of teasing in his tone. "Keen, subtle, and quick, with an intellect strengthened by compassion- yes, she has a woman's mind." Thrown off guard, Garrett stared at him with a touch of wonder. In that brief, private moment, Ethan looked as if he really did prefer her to everything else in the world. As if he saw all of her, the good and the bad, and wouldn't change a thing about her.

Some hold the position that education is serious, but games are not; therefore games have no place in education. But an examination of our educational system shows that it is a game! Students (players) are given a series of assignments (goals) that must be handed in (accomplished) by certain due dates (time limits). They receive grades (scores) as feedback repeatedly as assignments (challenges) get harder and harder, until the end of the course when they are faced with a final exam (boss monster), which they can only pass (defeat) if they have mastered all the skills in the course (game). Students (players) who perform particularly well are listed on the honor roll (leader board).

All in the world know the beauty of the beautiful, and in doing this they have what ugliness is; they all know the skill of the skillful, and in doing this they have what the want of skill is. So it is that existence and non-existence give birth the one to the other; that difficulty and ease produce the one the other; that length and shortness fashion out the one the figure of the other; that height and lowness arise from the contrast of the one with the other; that the musical notes and tones become harmonious through the relation of one with another; and that being before and behind give the idea of one following another. Therefore the enlightened security guard manages affairs without doing anything. All things spring up, and there is not one which declines to show itself; they grow, and there is no claim made for their ownership; they go through their processes, and there is no expectation. The work is accomplished, and there is no resting in it. The work is done, but how no one can see; 'Tis this that makes the power not cease to be

PJs use parachuting skills to raid into enemy territory to rescue and save lives; army rangers parachute onto the battle field to kill enemy soldiers and capture ground, while a Green Beret will infiltrate a remote, hostile area to teach the local populace how to fight and defend themselves against an enemy. Recon marines can sneak into enemy territory and learn all their secrets. SEALs are small direct-action-oriented teams that can infiltrate areas by sea air, or land to accomplish their objectives, such as capturing or destroying high value targets. Air force combat controllers call in airstrikes, help seize enemy airfields, and use their air traffic control skills to orchestrate everything from large-scale aerial invasions to small insertions of American planes and soldiers. All of these elite units consider themselves exclusive brotherhoods. Members of these outfits live at the most dangerous extreme of human experience and entrust their lives to each other. They focus on a common mission and share unique experiences of adventure and danger.

...He found himself filled with joy, for now his existence had a meaning. He had a future, because he was part of a world that had a future, and instead of wanting to decide for himself and determine that future for everyone else, he knew that he would be glad just to touch some small part of it. To marry and give happiness to his wife. To have a child and give it the same love that his parents gave him. To have a friend and ease his burdedn now and then. To have a skill or a secret and teach it to a student whose life might be changed a little by what he learned. Why had he dreamed of leading armies, whichwould accomplish nothing, when he could do these miraculous small things and change the world?

My parents were typical of many who drilled into me at an early age that because you are black, you have to be twice as good to get half as much. Unspoken in that advice is that whites are presumed competent until they prove the contrary. Blacks are assumed to be mediocre and certainly no intellectual match for whites until their skills and accomplishments gain them an often-reluctant acceptance.

Achievement and competence. People fall prey to addiction more readily when they lack positive motivation to achieve or work. Children need to learn that accomplishment is important and within their reach, not solely for material rewards, but because people should make positive contributions to the world and other people and because it is satisfying to make such contributions and to mobilize one’s skills effectively. Participating with children in constructive activity, like reading, building, or gardening—and encouraging independent activity whenever feasible—are strong precursors to achievement and competence. Consciousness and self-awareness. Addiction is the result of accumulated self-destructive behavior that people ignore, just as unconscious acceptance of any negative syndrome ingrains that habit in people’s lives.

Learning is the accomplice of inquiry. Prudence is the accomplice of caution. Reason is the accomplice of ingenuity. Insight is the accomplice of understanding. Wisdom is the accomplice of discipline. Tenacity is the accomplice of improvement. Innovation is the accomplice of growth. Intuition is the accomplice of opportunity. Acclaim is the accomplice of excellence. Loyalty is the accomplice of trust. Wealth is the accomplice of luxury. Power is the accomplice of influence. Literacy is the accomplice of knowledge. Performance is the accomplice of development. Competence is the accomplice of progress. Curiosity is the accomplice of awareness. Courage is the accomplice of confidence. Desire is the accomplice of accomplishment. Ambition is the accomplice of determination. Mastery is the accomplice of honor. Character is the accomplice of reputation. Talent is the accomplice of skill. Education is the accomplice of success.

Sin is whatever offends God, and sin is an enslaver. But this slavery can be escaped—not by skill or cunning but by changing masters from sin to God.48 This comes about not by human initiative but by God's gift, to which humans can only respond.49 In Exodus, likewise, freedom from bondage is accomplished only by God. The Israelites are portrayed as having no chance whatever to save themselves. God must make the demands (“Let my people go!”); the people on their own, with or without Moses, would never have dared even asked.

Designing a railway using slime mold might seem like an esoteric illustration of learning simple rules from the experience of others, but drawing inspiration for simple rules from the animal world is not so rare. Termites, bees, and other social insects provide a particularly fertile source of simple rules. They have enough collective intelligence to accomplish complex tasks like finding nests or migrating long distances, but since each animal has little brainpower and few physical skills, their actions can often be captured by simple rules.

He has already mastered (or become quite proficient at) a number of skills and techniques such as braises, fricassees, roasting, searing, and sautéing. He was already well versed in pie and pastry making, so teaching him laminated pastry and more difficult cakes and confectionary has proceeded much faster than I anticipated. (I suspect Helena feels the same, though she always pretends to be nonplussed at his progress.) His knowledge and interest in the dishes of other cultures also continues to surprise me. His empanadas, it seems, were only the tip of the bavarois. He makes a delightful curry after the East Indian style, and his fried plantains (both the sweet maduros and the crispy double-fried green ones) have become my new favorite snack before our evening meal. You would love them, Nanay, I am certain. Nanay, I've also taught him most of the rice dishes in my repertoire (as Helena continues to find rice to be rather lowly---though she eats risotto and paella readily enough when they're on the table), and although he was surprised when I first showed him plain, unadulterated rice as you make it, he soon gobbled it up and has been experimenting with more Eastern-inspired rice dishes and desserts and puddings ever since.

As Petrus Alfonsi, the converted physician authored a book called the Disciplina Clericalis, which was essentially a collection of Arabic tales translated into Latin. These tales introduced a mode of Oriental storytelling and wisdom literature into Christendom that would become extremely popular. In the section called “The Mule and the Fox,” concerning the true nature of nobility, Alfonsi listed seven accomplishments expected of a knight. “The skills that one must be acquainted with are as follows: Riding, swimming, archery, boxing, hawking, chess, and verse writing.”6 So, by the beginning of the twelfth century, chess had become a mandatory skill for Spain’s elite warriors.

When I was growing up it was still acceptable—not to me but in social terms—to say that one was not interested in science and did not see the point in bothering with it. This is no longer the case. Let me be clear. I am not promoting the idea that all young people should grow up to be scientists. I do not see that as an ideal situation, as the world needs people with a wide variety of skills. But I am advocating that all young people should be familiar with and confident around scientific subjects, whatever they choose to do. They need to be scientifically literate, and inspired to engage with developments in science and technology in order to learn more. A world where only a tiny super-elite are capable of understanding advanced science and technology and its applications would be, to my mind, a dangerous and limited one. I seriously doubt whether long-range beneficial projects such as cleaning up the oceans or curing diseases in the developing world would be given priority. Worse, we could find that technology is used against us and that we might have no power to stop it. I don’t believe in boundaries, either for what we can do in our personal lives or for what life and intelligence can accomplish in our universe. We stand at a threshold of important discoveries in all areas of science. Without doubt, our world will change enormously in the next fifty years. We will find out what happened at the Big Bang. We will come to understand how life began on Earth. We may even discover whether life exists elsewhere in the universe. While the chances of communicating with an intelligent extra-terrestrial species may be slim, the importance of such a discovery means we must not give up trying. We will continue to explore our cosmic habitat, sending robots and humans into space. We cannot continue to look inwards at ourselves on a small and increasingly polluted and overcrowded planet. Through scientific endeavour and technological innovation, we must look outwards to the wider universe, while also striving to fix the problems on Earth. And I am optimistic that we will ultimately create viable habitats for the human race on other planets. We will transcend the Earth and learn to exist in space. This is not the end of the story, but just the beginning of what I hope will be billions of years of life flourishing in the cosmos. And one final point—we never really know where the next great scientific discovery will come from, nor who will make it. Opening up the thrill and wonder of scientific discovery, creating innovative and accessible ways to reach out to the widest young audience possible, greatly increases the chances of finding and inspiring the new Einstein. Wherever she might be. So remember to look up at the stars and not down at your feet. Try to make sense of what you see and wonder about what makes the universe exist. Be curious. And however difficult life may seem, there is always something you can do and succeed at. It matters that you don’t just give up. Unleash your imagination. Shape the future.

There’s just no owning any success you achieve and stacking it in your win column. The force just won’t let it happen. What happens when imposter syndrome has you in its grip? You become terrified you’ll be found out. Despite all her acclaim and success, this is what Maya Angelou feared. “I have written 11 books, but each time I think, ‘Uh-oh, they’re going to find out now. I’ve run a game on everybody, and they’re going to find me out.’”1 You might be surprised to find out how many accomplished people think to themselves they’ll be “found out,” then ostracized and ridiculed. However, it’s irrational. It would only happen if you actually did have no skill, no ability, or no knowledge, but that isn’t the case for most people. This is the ultimate fear, isn’t it? Being found out and kicked out of our tribe? By nature, we’re tribal. Humans survived through the millennia because we were part of a tribe that hunted, gathered, sheltered, and protected one another from the elements, from predators, and from other tribes. You couldn’t be out hunting and watching the fire simultaneously. You needed other people if you had any hope of surviving through the night. If your tribe finds out you’re a fraud, it triggers that primordial “Uh-oh, they’re going to kick me out! I’m going to be caught in the wilderness alone!” When plagued by imposter syndrome, people don’t take themselves, their abilities, or their accomplishments seriously. If you don’t take yourself seriously on any Field of Play, you most likely won’t be getting the results you want.

Every time Ian’s amber gaze flickered to her, her heart began to pound. Whenever he wasn’t looking she found her gaze straying to his mouth, remembering the way those lips had felt locked to hers yesterday. He raised a wineglass to his lips, and she looked at the long, strong fingers that had slid with such aching tenderness over her cheek and twined in her hair. Two years ago she’d fallen under his spell; she was wiser now. She knew he was a libertine, and even so her heart rebelled against believing it. Yesterday, in his arms, she’d felt as if she was special to him-as if he not only wanted her close but needed her there. Very vain, Elizabeth, she warned herself severely, and very foolish. Skilled libertines and accomplished flirts probably made every woman feel that she was specila. No doubt they kissed a woman with demanding passion one moment and then, when the passion was over, forgot she was alive. As she’d heard long ago, a libertine pretended violet interest in his quarry, then dropped her without compunction the instant that interest waned-exactly as Ian had done now. That was not a comforting thought, and Elizabeth was sorely in need of comfort as twilight deepened into night and supper dragged on, with Ian seemingly oblivious to her existence. Finally the meal was finished; she was about to volunteer to clear the table when she glanced at Ian and watched in paralyzed surprise as his gaze roved over her cheek and jaw, then shifted to her mouth, lingering there. Abruptly he looked away, and Elizabeth stood up to clear the table.

Determining when not to overestimate and when not to underestimate is a crucial skill that is not easily acquired. But it's unspeakably important to be able to know when not to underestimate, for example, another person's affections towards you; but then also when not to overestimate the same thing. If only we could all have radar that could tune into these two measures of living, we'd name it something like "humameter" or "give-a-shit-o-meter." Either way, unnamed or named, I've learned that this is among the most important skills accomplishable by mankind. Insecurities should not be allowed to dictate how we determine the amount of value another person has placed on us; fears should not be let in to tell us how much or how little of worth we have in someone else's eyes.

A sous-chef with dreams of her own restaurant empire may have mastered the art of classical French sauce making, but not yet have developed the signature cooking style she imagines as the cornerstone of her own chain of restaurants. She gauges her progress not only by whether she is moving toward her aspirations, but also by her improving skills. Our chef may not yet have the stature of Chef Auguste Escoffier or Emeril Lagasse, but she can remember a time when she could not name the five French mother sauces, let alone execute them. She's made progress. Appreciating the skills she has developed is a marker along the path toward her culinary aspirations. The sense of accomplishment that accompanies improved skills is one of the rewards we reap when we dedicate ourselves to mastery.

Groupies and hangers-on somehow fancy themselves entitled to the narcissist’s favour and largesse, his time, attention, and other resources. They convince themselves that they are exempt from the narcissist’s rage and wrath and immune to his vagaries andabuse . This self-imputed and self-conferred status irritates the narcissist no end as it challenges and encroaches on his standing as the only source of preferential treatment and the sole decision-maker when it comes to the allocation of his precious and cosmically significant wherewithal. The narcissist is the guru at the centre of a cult. Like other gurus, he demands complete obedience from his flock: his spouse, his offspring, other family  members, friends, and colleagues. He feels entitled to adulation and special treatment by his followers. He punishes the wayward and the straying lambs. He enforces discipline, adherence to his teachings, and common goals. The less accomplished he is in reality – the more stringent his mastery and the more pervasive the brainwashing. Cult leaders are narcissists who failed in their mission to "be someone", to become famous, and to impress the world with their uniqueness, talents, traits, and skills. Such disgruntled narcissists withdraw into a "zone of comfort" (known as the "Pathological Narcissistic Space") that assumes the hallmarks of a cult. The – often involuntary – members of the narcissist's mini-cult inhabit a twilight zone of his own construction. He imposes on them an exclusionary or inclusionary shared psychosis, replete with persecutory delusions, "enemies", mythical-grandiose narratives, and apocalyptic scenarios if he is flouted. Exclusionary shared psychosis involves the physical and emotional isolation of the narcissist and his “flock” (spouse, children, fans, friends) from the outside world in order to better shield them from imminent threats and hostile intentions. Inclusionary shared psychosis revolves around attempts to spread the narcissist’s message in a missionary fashion among friends, colleagues, co-workers, fans, churchgoers, and anyone else who comes across the mini-cult. The narcissist's control is based on ambiguity, unpredictability, fuzziness, and ambientabuse . His ever-shifting whims exclusively define right versus wrong, desirable and unwanted, what is to be pursued and what to be avoided. He alone determines the rights and obligations of his disciples and alters them at will.

Where were you yesterday?" "Yesterday? Where was I-let me see...." "I thought you took a powder." "Me? How could that be?" "You mean, you wouldn't run out on me?" Run out on fragrant, sexual, high-minded Ramona? Never in a million years. Ramona had passed through the hell of profligacy and attained the seriousness of pleasure. For when will we civilized beings become really serious? said Kierkegaard. Only when we have known hell through and through. Without this, hedonism and frivolity will diffuse hell through all our days. Ramona, however, does not believe in any sin but the sin against the body, for her the true and only temple of the spirit. "But you did leave town yesterday," said Ramona. "How do you know-are you having me tailed by a private eye?" "Miss Schwartz saw you in Grand Central with a valise in your hand." "Who? Ramona said, "Perhaps some lovely woman scared you on the train, and you turned back to your Ramona." "Oh..." said Herzog. Her theme was her power to make him happy. Thinking of Ramona with her intoxicating eyes and robust breasts, her short but gentle legs, her Carmen airs, thievishly seductive, her skill in the sack (defeating invisible rivals), he felt she did not exaggerate. The facts supported her claim. "Well, were you running away?" she said. "Why should I? You're a marvelous woman, Ramona." "In that case you're being very odd, Moses." "Well, I suppose I am one of the odder beasts." "But I know better than to be proud and demanding.” “Life has taught me to be humble." Moses shut his eyes and raised his brows. Here we go. "Perhaps you feel a natural superiority because of your education." "Education! But I don't know anything..." "Your accomplishments. You're in Who's Who. I'm only a merchant-a petit-bourgeois type." "You don't really believe this. Ramona." "Then why do you keep aloof, and make me chase you? I realize you want to play the field. After great disappointments, I've done it myself, for ego-reinforcement." "A high-minded intellectual ninny, square ..." "Who?" "Myself, I mean." She went on. "But as one recovers self-confidence, one learns the simple strength of simple desires.” “Please, Ramona, Moses wanted to say-you're lovely, fragrant, sexual, good to touch-everything. Ramona paused, and Herzog said, "It's true-I have a lot to learn.” Excerpt From: Bellow, Saul. “Herzog.” iBooks. This material may be protected by copyright.

Among the world's full adult languages, there are no simple languages, or languages simpler than others. Even rudimentary pidgin codes that serve as linguae francae turn almost immediately into creole languages of great complexity if there are any children around learning those codes as native languages. We also see that many species have vocal skills but no language, and we see that human language can come in different modalities-spoken or signed-with equal levels of grammatical comlexity. Moreover, there are very many separate human languages, not just one, and they accomplish their tasks in ways that often seem surprisingly different. Human languages change over cultural time but do not as a result acquire increased complexity. Indeed, it seems that, at any given time, languages present the same kind of diversity and have the same degree of complexity.

what. Content strategy asks these questions of stakeholders and clients: Why are we doing this? What are we hoping to accomplish, change, or encourage? How will we measure the success of this initiative and the content in it? What measurements of success or metrics do we need to monitor to know if we are successful? How will we ensure the web remains a priority? What do we need to change in resources, staffing, and budgets to maintain the value of communication within and from the organization? What are we trying to communicate? What's the hierarchy of that messaging? This isn't Sophie's Choice, but when you start prioritizing features on a homepage and allocating budget to your list of features and content needs, get ready to make some tough calls. What content types best meet the needs of our target audience and their changing, multiple contexts? What content types best fit the skills of our

If you’re going to make an error in life, err on the side of overestimating your capabilities (obviously, as long as it doesn’t jeopardize your life). By the way, this is something that’s hard to do, since the human capacity is so much greater than most of us would ever dream. In fact, many studies have focused on the differences between people who are depressed and people who are extremely optimistic. After attempting to learn a new skill, the pessimists are always more accurate about how they did, while the optimists see their behavior as being more effective than it actually was. Yet this unrealistic evaluation of their own performance is the secret of their future success. Invariably the optimists eventually end up mastering the skill while the pessimists fail. Why? Optimists are those who, despite having no references for success, or even references of failure, manage to ignore those references, leaving unassembled such cognitive tabletops as “I failed” or “I can’t succeed.” Instead, optimists produce faith references, summoning forth their imagination to picture themselves doing something different next time and succeeding. It is this special ability, this unique focus, which allows them to persist until eventually they gain the distinctions that put them over the top. The reason success eludes most people is that they have insufficient references of succeeding in the past. But an optimist operates with beliefs such as, “The past doesn’t equal the future.” All great leaders, all people who have achieved success in any area of life, know the power of continuously pursuing their vision, even if all the details of how to achieve it aren’t yet available. If you develop the absolute sense of certainty that powerful beliefs provide, then you can get yourself to accomplish virtually anything, including those things that other people are certain are impossible.

Yesterday while I was on the side of the mat next to some wrestlers who were warming up for their next match, I found myself standing side by side next to an extraordinary wrestler. He was warming up and he had that look of desperation on his face that wrestlers get when their match is about to start and their coach is across the gym coaching on another mat in a match that is already in progress. “Hey do you have a coach.” I asked him. “He's not here right now.” He quietly answered me ready to take on the task of wrestling his opponent alone. “Would you mind if I coached you?” His face tilted up at me with a slight smile and said. “That would be great.” Through the sounds of whistles and yelling fans I heard him ask me what my name was. “My name is John.” I replied. “Hi John, I am Nishan” he said while extending his hand for a handshake. He paused for a second and then he said to me: “John I am going to lose this match”. He said that as if he was preparing me so I wouldn’t get hurt when my coaching skills didn’t work magic with him today. I just said, “Nishan - No score of a match will ever make you a winner. You are already a winner by stepping onto that mat.” With that he just smiled and slowly ran on to the mat, ready for battle, but half knowing what the probable outcome would be. When you first see Nishan you will notice that his legs are frail - very frail. So frail that they have to be supported by custom made, form fitted braces to help support and straighten his limbs. Braces that I recognize all to well. Some would say Nishan has a handicap. I say that he has a gift. To me the word handicap is a word that describes what one “can’t do”. That doesn’t describe Nishan. Nishan is doing. The word “gift” is a word that describes something of value that you give to others. And without knowing it, Nishan is giving us all a gift. I believe Nishan’s gift is inspiration. The ability to look the odds in the eye and say “You don’t pertain to me.” The ability to keep moving forward. Perseverance. A “Whatever it takes” attitude. As he predicted, the outcome of his match wasn’t great. That is, if the only thing you judge a wrestling match by is the actual score. Nishan tried as hard as he could, but he couldn’t overcome the twenty-six pound weight difference that he was giving up to his opponent on this day in order to compete. You see, Nishan weighs only 80 pounds and the lowest weight class in this tournament was 106. Nishan knew he was spotting his opponent 26 pounds going into every match on this day. He wrestled anyway. I never did get the chance to ask him why he wrestles, but if I had to guess I would say, after watching him all day long, that Nishan wrestles for the same reasons that we all wrestle for. We wrestle to feel alive, to push ourselves to our mental, physical and emotional limits - levels we never knew we could reach. We wrestle to learn to use 100% of what we have today in hopes that our maximum today will be our minimum tomorrow. We wrestle to measure where we started from, to know where we are now, and to plan on getting where we want to be in the future. We wrestle to look the seemingly insurmountable opponent right in the eye and say, “Bring it on. - I can take whatever you can dish out.” Sometimes life is your opponent and just showing up is a victory. You don't need to score more points than your opponent in order to accomplish that. No Nishan didn’t score more points than any of his opponents on this day, that would have been nice, but I don’t believe that was the most important thing to Nishan. Without knowing for sure - the most important thing to him on this day was to walk with pride like a wrestler up to a thirty two foot circle, have all eyes from the crowd on him, to watch him compete one on one against his opponent - giving it all that he had. That is what competition is all about. Most of the times in wrestlin

Lareau calls the middle-class parenting style "concerted cultivation." It’s an attempt to actively "foster and assess a child’s talents, opinions and skills." Poor parents tend to follow, by contrast, a strategy of "accomplishment of natural growth." They see as their responsibility to care for their children but to let them grow and develop on their own. Lareau stresses that one style isn’t morally better than the other. The poorer children were, to her mind, often better behaved, less whiny, more creative in making use of their own time, and had a well-developed sense of independence. But in practical terms, concerted cultivation has enormous advantages. The heavily scheduled middleclass child is exposed to a constantly shifting set of experiences. She learns teamwork and how to cope in highly structured settings. She is taught how to interact comfortably with adults, and to speak up when she needs to. In Lareau’s words, the middle-class children learn a sense of "entitlement." That word, of course, has negative connotations these days. But Lareau means it in the best sense of the term: "They acted as though they had a right to pursue their own individual preferences and to actively manage interactions in institutional settings. They appeared comfortable in those settings; they were open to sharing information and asking for attention It was common practice among middle-class children to shift interactions to suit their preferences." They knew the rules. "Even in fourth grade, middle-class children appeared to be acting on their own behalf to gain advantages. They made special requests of teachers and doctors to adjust procedures to accommodate their desires." By contrast, the working-class and poor children were characterized by "an emerging sense of distance, distrust, and constraint." They didn’t know how to get their way, or how to "customize"—using Lareau’s wonderful term—whatever environment they were in, for their best purposes.

Summary of Rule #4 The core idea of this book is simple: To construct work you love, you must first build career capital by mastering rare and valuable skills, and then cash in this capital for the type of traits that define compelling careers. Mission is one of those traits. In the first chapter of this rule, I reinforced the idea that this trait, like all desirable career traits, really does require career capital—you can’t skip straight into a great mission without first building mastery in your field. Drawing from the terminology of Steven Johnson, I argued that the best ideas for missions are found in the adjacent possible—the region just beyond the current cutting edge. To encounter these ideas, therefore, you must first get to that cutting edge, which in turn requires expertise. To try to devise a mission when you’re new to a field and lacking any career capital is a venture bound for failure. Once you identify a general mission, however, you’re still left with the task of launching specific projects that make it succeed. An effective strategy for accomplishing this task is to try small steps that generate concrete feedback—little bets—and then use this feedback, be it good or bad, to help figure out what to try next. This systematic exploration can help you uncover an exceptional way forward that you might have never otherwise noticed. The little-bets strategy, I discovered as my research into mission continued, is not the only way to make a mission a success. It also helps to adopt the mindset of a marketer. This led to the strategy that I dubbed the law of remarkability. This law says that for a project to transform a mission into a success, it should be remarkable in two ways. First, it must literally compel people to remark about it. Second, it must be launched in a venue conducive to such remarking. In sum, mission is one of the most important traits you can acquire with your career capital. But adding this trait to your working life is not simple. Once you have the capital to identify a good mission, you must still work to make it succeed. By using little bets and the law of remarkability, you greatly increase your chances of finding ways to transform your mission from a compelling idea into a compelling career.

Question 2: How Do You Want to Grow? When you watch how young children soak up information, you realize how deeply wired we are to learn and grow. Personal growth can and should happen throughout life, not just when we’re children. In this section, you’re essentially asking yourself: In order to have the experiences above, how do I have to grow? What sort of man or woman do I need to evolve into? Notice how this question ties to the previous one? Now, consider these four categories from the Twelve Areas of Balance: 5.​YOUR HEALTH AND FITNESS. Describe how you want to feel and look every day. What about five, ten, or twenty years from now? What eating and fitness systems would you like to have? What health or fitness systems would you like to explore, not because you think you ought to but because you’re curious and want to? Are there fitness goals you’d like to achieve purely for the thrill of knowing you accomplished them (whether it’s hiking a mountain, learning to tap dance, or getting in a routine of going to the gym)? 6.​YOUR INTELLECTUAL LIFE. What do you need to learn in order to have the experiences you listed above? What would you love to learn? What books and movies would stretch your mind and tastes? What kinds of art, music, or theater would you like to know more about? Are there languages you want to master? Remember to focus on end goals—choosing learning opportunities where the joy is in the learning itself, and the learning is not merely a means to an end, such as a diploma. 7.​YOUR SKILLS. What skills would help you thrive at your job and would you enjoy mastering? If you’d love to switch gears professionally, what skills would it take to do that? What are some skills you want to learn just for fun? What would make you happy and proud to know how to do? If you could go back to school to learn anything you wanted just for the joy of it, what would that be? 8.​YOUR SPIRITUAL LIFE. Where are you now spiritually, and where would you like to be? Would you like to move deeper into the spiritual practice you already have or try out others? What is your highest aspiration for your spiritual practice? Would you like to learn things like lucid dreaming, deep states of meditation, or ways to overcome fear, worry, or stress?

Knowing one’s emotions. Self-awareness—recognizing a feeling as it happens—is the keystone of emotional intelligence. As we will see in Chapter 4, the ability to monitor feelings from moment to moment is crucial to psychological insight and self-understanding. An inability to notice our true feelings leaves us at their mercy. People with greater certainty about their feelings are better pilots of their lives, having a surer sense of how they really feel about personal decisions from whom to marry to what job to take. 2. Managing emotions. Handling feelings so they are appropriate is an ability that builds on self-awareness. Chapter 5 will examine the capacity to soothe oneself, to shake off rampant anxiety, gloom, or irritability—and the consequences of failure at this basic emotional skill. People who are poor in this ability are constantly battling feelings of distress, while those who excel in it can bounce back far more quickly from life’s setbacks and upsets. 3. Motivating oneself. As Chapter 6 will show, marshaling emotions in the service of a goal is essential for paying attention, for self-motivation and mastery, and for creativity. Emotional self-control—delaying gratification and stifling impulsiveness—underlies accomplishment of every sort. And being able to get into the “flow” state enables outstanding performance of all kinds. People who have this skill tend to be more highly productive and effective in whatever they undertake. 4. Recognizing emotions in others. Empathy, another ability that builds on emotional self-awareness, is the fundamental “people skill.” Chapter 7 will investigate the roots of empathy, the social cost of being emotionally tone-deaf, and the reason empathy kindles altruism. People who are empathic are more attuned to the subtle social signals that indicate what others need or want. This makes them better at callings such as the caring professions, teaching, sales, and management. 5. Handling relationships. The art of relationships is, in large part, skill in managing emotions in others. Chapter 8 looks at social competence and incompetence, and the specific skills involved. These are the abilities that undergird popularity, leadership, and interpersonal effectiveness. People who excel in these skills do well at anything that relies on interacting smoothly with others; they are social stars.

Sweet to me your voice, said Caolcrodha Mac Morna, brother to sweet-worded sweet-toothed Goll from Sliabh Riabhach and Brosnacha Bladhma, relate then the attributes that are to Finn's people. [...] I will relate, said Finn. Till a man has accomplished twelve books of poetry, the same is not taken for want of poetry but is forced away. No man is taken till a black hole is hollowed in the world to the depth of his two oxters and he put into it to gaze from it with his lonely head and nothing to him but his shield and a stick of hazel. Then must nine warriors fly their spears at him, one with the other and together. If he be spear-holed past his shield, or spear-killed, he is not taken for want of shield-skill. No man is taken till he is run by warriors through the woods of Erin with his hair bunched-loose about him for bough-tangle and briar-twitch. Should branches disturb his hair or pull it forth like sheep-wool on a hawthorn, he is not taken but is caught and gashed. Weapon-quivering hand or twig-crackling foot at full run, neither is taken. Neck-high sticks he must pass by vaulting, knee-high sticks by stooping. With the eyelids to him stitched to the fringe of his eye-bags, he must be run by Finn's people through the bogs and the marsh-swamps of Erin with two odorous prickle-backed hogs ham-tied and asleep in the seat of his hempen drawers. If he sink beneath a peat-swamp or lose a hog, he is not accepted of Finn's people. For five days he must sit on the brow of a cold hill with twelve-pointed stag-antlers hidden in his seat, without food or music or chessmen. If he cry out or eat grass-stalks or desist from the constant recital of sweet poetry and melodious Irish, he is not taken but is wounded. When pursued by a host, he must stick a spear in the world and hide behind it and vanish in its narrow shelter or he is not taken for want of sorcery. Likewise he must hide beneath a twig, or behind a dried leaf, or under a red stone, or vanish at full speed into the seat of his hempen drawers without changing his course or abating his pace or angering the men of Erin. Two young fosterlings he must carry under the armpits to his jacket through the whole of Erin, and six arm-bearing warriors in his seat together. If he be delivered of a warrior or a blue spear, he is not taken. One hundred head of cattle he must accommodate with wisdom about his person when walking all Erin, the half about his armpits and the half about his trews, his mouth never halting from the discoursing of sweet poetry. One thousand rams he must sequester about his trunks with no offence to the men of Erin, or he is unknown to Finn. He must swiftly milk a fat cow and carry milk-pail and cow for twenty years in the seat of his drawers. When pursued in a chariot by the men of Erin he must dismount, place horse and chariot in the slack of his seat and hide behind his spear, the same being stuck upright in Erin. Unless he accomplishes these feats, he is not wanted of Finn. But if he do them all and be skilful, he is of Finn's people.

Ellen Braun, an accomplished agile manager, noticed that different behaviors emerge over time as telltale signs of a team’s emotional maturity, a key component in their ability to adjust as things happen to them and to get to the tipping point when “an individual’s self interest shifts to alignment with the behaviors that support team achievement” (Braun 2010). It is better to know some of the questions than all of the answers. —James Thurber Team Dynamics Survey Ellen created a list of survey questions she first used as personal reflection while she observed teams in action. Using these questions the same way, as a pathway to reflection, an agile coach can gain insight into potential team problems or areas for emotional growth. Using them with the team will be more insightful, perhaps as material for a retrospective where the team has the time and space to chew on the ideas that come up. While the team sprints, though, mull them over on your own, and notice what they tell you about team dynamics (Braun 2010). • How much does humor come into day-to-day interaction within the team? • What are the initial behaviors that the team shows in times of difficulty and stress? • How often are contradictory views raised by team members (including junior team members)? • When contradictory views are raised by team members, how often are they fully discussed? • Based on the norms of the team, how often do team members compromise in the course of usual team interactions (when not forced by circumstances)? • To what extent can any team member provide feedback to any other team member (think about negative and positive feedback)? • To what extent does any team member actually provide feedback to any other team member? • How likely would it be that a team member would discuss issues with your performance or behavior with another team member without giving feedback to you directly (triangulating)? • To what extent do you as an individual get support from your team on your personal career goals (such as learning a new skill from a team member)? • How likely would you be to ask team members for help if it required your admission that you were struggling with a work issue? • How likely would you be to share personal information with the team that made you feel vulnerable? • To what extent is the team likely to bring into team discussions an issue that may create conflict or disagreement within the team? • How likely or willing are you to bring into a team discussion an issue that is likely to have many different conflicting points of view? • If you bring an item into a team discussion that is likely to have many different conflicting points of view, how often does the team reach a consensus that takes into consideration all points of view and feels workable to you? • Can you identify an instance in the past two work days when you felt a sense of warmth or inclusion within the context of your team? • Can you identify an instance in the past two days when you felt a sense of disdain or exclusion within the context of your team? • How much does the team make you feel accountable for your work? Mulling over these questions solo or posing them to the team will likely generate a lot of raw material to consider. When you step back from the many answers, perhaps one or two themes jump out at you, signaling the “big things” to address.